1254

JT: We continue to expand offerings within our traditional services. Our recent merger with Nelson has led to building a new branding strategy. “We work to build an organization that provides maximum opportunities for people to excel through quality work and to advance their careers. This is a company where employees have a voice.” TZL: There are A/E leaders who say profit centers create corrosive inter- nal competition for firm resources. What’s your opinion on profit cen- ters? JT: They’re never perfect, but they’re essential. It’s important to manage segments of the business in manage- able components. The downside is that it can be unhealthy if the company’s culture is unhealthy. In my 30 years of dealing with profit centers, we’ve had a reasonably high level of cooperation. TZL: What’s your policy on sharing the firm’s financials with your staff? Weekly, monthly, quarterly, annu- ally? And how far down into the org chart is financial information shared? JT: I’ve always believed in open book management. We never lay out the complete details, but we have town hall meetings and review financial data at least once, if not twice a month and also deliver financial information in internal management reports. Ev- eryone has access to the company’s financial information. I believe this knowledge empowers people to per- form. TZL: The talent war in the A/E indus- try is here. What steps do you take to create the leadership pipeline need- ed to retain your top people and not lose them to other firms? JT: We’re always identifying pay scales and trying to stay up to speed on what the industry is doing as a whole. We work to build an organization that provides maximum opportunities for people to excel through quality work and to advance their careers. This is

a company where employees have a voice. TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? JT: We’re in a growth model right now. We recently merged with Nelson, and we’re looking for architects, mar- keting people, and people just across the spectrum. TZL: While plenty of firms have an ownership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next gen- eration of owners? JT: Start early. Create an entrepre- neurial culture that encourages lead- ers and feeds successors to take on new responsibilities. An individual will grow as a person and as a profes- sional in this type of culture. TZL: The list of responsibilities for project managers is seemingly end- less. How do you keep your PMs from burning out? And if they crash, how do you get them back out on the road, so to speak? JT: Give them good quality projects. Keep them engaged. If burnout oc- curs, move them to a different proj- ect or group. A variety of work helps to prevent burnout. “Create an entrepreneurial culture that encourages leaders and feeds successors to take on new responsibilities. An individual will grow as a person and as a professional in this type of culture.” TZL: What is the role of entrepre- neurship in your firm? JT: It’s the lifeblood of an organiza- tion. It engages professionals to drive the future of the business. TZL: In the next couple of years, what A/E segments will heat up, and which ones will cool down? See JIM TIPPMANN, page 8

YEAR FOUNDED: 1968 (Under Tippmann’s leadership, the company has grown to a $40 million firm with new business units focused on growing market segments and additional offices in New York and Los Angeles.) HEADQUARTERS: Cincinnati, OH OFFICES: 3 offices in 3 states – Ohio, New York, and California NO. OF EMPLOYEES: FRCH, 220; combined

with Nelson, 1,150 SERVICE OFFERINGS: ❚ ❚ Architecture ❚ ❚ Brand strategy and insights

❚ ❚ Graphic design ❚ ❚ Interior design ❚ ❚ Master planning MARKETS SERVED: ❚ ❚ Retail ❚ ❚ Hospitality ❚ ❚ Food and beverage ❚ ❚ Architectural ❚ ❚ Implementation ❚ ❚ Retail/mixed use ❚ ❚ Corporate ❚ ❚ Higher education

COMPANY CULTURE: Inspired by collaboration, it’s the cornerstone of their company and the driving force behind their revolutionary designs. Every project is “co-authored” by their clients, fellow consultants, and employees. CATALYSTS FOR CHANGE: For decades, the company has reached out to those in need: United Way, American Cancer Society, Freestore Foodbank, ArtsWave, Architects for Humanity, and Canstruction. COMPANY VALUES:

❚ ❚ Creativity ❚ ❚ Curiosity

❚ ❚ Collaboration ❚ ❚ Commitment ❚ ❚ Caring

ne 25, 2018, ISSUE 1254

Made with FlippingBook Annual report